Mercedes-benz Group Ag · XETR:MBG
Mercedes-benz — Debt Investor Presentation (2026)
98 slides from Mercedes-benz's debt investor presentation, 2026
Slide 1: Fixed Income Presentation FY 2025
FIXED INCOME PRESENTATION FY 2025 Mercedes -Benz Group AG
Slide 2: Agenda
Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding I
Slide 3: As rules shift, we gear up with even greater drive
AS RULES SHIFT, WE GEAR UP WITH EVEN GREATER DRIVE WE’RETURNING OUR STRENGTHS INTO MOMENTUM 3
Slide 4: 140 years ago, we invented the automobile
140YEARS AGO,WEINVENTED THE AUTOMOBILE– AND WEARE STILL SHAPING ITS FUTURE. 4
Slide 5: Five reasons for confidence
FIVE REASONS FOR CONFIDENCE. MERCEDES -BENZ IS DETERMINED TO DELIVER Biggest product Next Taking Increasing Attractive launch generation performance resilience & reshaping shareholder programme of MB tech to next level global footprint returns 5
Slide 6: Agenda
Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding I
Slide 7: Mercedes-Benz – the original and most valuable luxury car brand
MERCEDES-BENZ – THE ORIGINAL AND MOST VALUABLE LUXURY CAR BRAND Heritage: Formula 1: Mercedes -Benz is built on constant reinvention The power of F1 for our brand 827 mn 114mn global fanbase 2 social media followers 2 $50 bn 1 Mercedes -Benz brand value 2025 7 1 Interbrand: Best Global Brands 2025 2
Slide 8: What makes a car a Mercedes-Benz?
WHAT MAKES A CAR A MERCEDES -BENZ? THE PERFECT COMBINATION OF EXTRAORDINARY DETAILS Safety Quality Comfort Intelligence Design Trustworthy Engineering Effortless Hyper -personalized Sensual responsibility excellence comfort user experience purity 8
Slide 9: The destination is set: our strategic midterm goals
THE DESTINATION IS SET: OUR STRATEGIC MIDTERM GOALS ~2.0 m sales volume >15% Top -End sales growth 2x xEV share 9 Mercedes -Benz GLC 400 4MATIC mit EQ Technologie | Energieverbrauch kombiniert: 18,9 - 14,9 kWh/100kmCO ₂-Emissionen kombiniert: 0 g/km |CO ₂-Klasse(n): A
Slide 10: Rejuvenated portfolio to win customers across all segments
REJUVENATED PORTFOLIO TO WIN CUSTOMERS ACROSS ALL SEGMENTS >40New models 2025 - 2027 Entry Core Top-End ICE +5 +5 BEV ICE +11+5 BEV ICE +11+4 BEV New models 2025 - 2027 10
Slide 11: Complete and compelling portfolio, new design language
WE’LL HAVE A COMPLETE AND COMPELLING PORTFOLIO. OUR NEW DESIGN LANGUAGE: 100% MERCEDES -BENZ 2025 2026 2027 ICE Top -End SL MM SL PureSpeed S-Class BEV ICE Core BEV GLC ICE Entry CLA GLB CLA SB BEV CLA CLA LWB GLB CLA SB 11 Mercedes -Maybach SL 680 Monogram Series | Energieverbrauch kombiniert: 13,6
Slide 12: Frontrunner launches: excellent feedback and strong order intake
FRONTRUNNER LAUNCHES: EXCELLENT FEEDBACK AND STRONG ORDER INTAKE #1 Duality of drivetrain offering #2 Iconic MB design for ICE & xEV #3 Superior, custom -fit technology & partnerships CLA GLC GLB 12
Slide 13: Seven world premieres in the next three months
MAINTAINING MOMENTUM: SEVEN WORLD PREMIERES IN THE NEXT THREE MONTHS 13
Slide 14: Refocused entry segment
WE’VE REFOCUSED OUR ENTRY SEGMENT TO THE MOST STANDOUT MODELS. THEY’RE MOVING TECHNOLOGICAL BOUNDARIES IN THIS CLASS. CLA Premiere of CLA & CLA SB in 2025 Awards ✓ 2025 Car of the Year ✓ Euro NCAP’s “Best Performer” among vehicles tested in 2025 ✓ Best car ever tested by Auto Motor und Sport SUVs De
Slide 15: Core segment remains the backbone of our business
THE CORE SEGMENT REMAINS THE BACKBONE OF OUR BUSINESS. WE’LL COMPLETE OUR PORTFOLIO ACROSS ALL POWERTRAINS. Electric GLC Electric C-Class Electric E-Class E-Class GLE Continuing >800 kilometers A true E-Class The most Update mid-2026 success story in of range The most desired, intelligent and first
Slide 16: Top-End segment remains a cornerstone of our strategy
THE FOCUS ON THE TOP-END SEGMENT REMAINS A CORNERSTONE OF OUR STRATEGY New Mercedes -Maybach S -Class AMG.EA enters series production: Best -ever sales in 2025; for our most demanding launch of new 4 -door Coupé premiere of cabriolet customers debuts in March this year followed by new SUV next year
Slide 17: Product pipeline drives midterm growth target
PRODUCT PIPELINE DRIVES MIDTERM GROWTH TARGET GLOBAL SALES 1 Short - term product ramp - up ▪ 2026 sales on prior year level; impacted by ongoing market dynamics in China ▪ Product momentum to further unfold in H2 2026 with new model introductions ~2,000 1,801 Midterm growth targets ▪ Targeted sales
Slide 18: Focus on Top-End and BEV
FOCUS ON TOP-END AND BEV TOP -END 1 Top -End Vehicles >300 ▪ Solidify Top -End share in target corridor from 14% to 15%. 268 Midterm Top -End volume increase driven by AMG product Top-End momentum, particularly in the important AMG mid -size share 14.9% 14-15% >15% segment (GLC; C) and portfolio exp
Slide 19: Product substance translating into sales and revenue growth
PRODUCT SUBSTANCE TRANSLATING INTO SALES AND REVENUE GROWTH Pricing ▪ Competitive pricing to support volume growth while safeguarding margins ▪ Discounts to stabilise and ASP to grow again in midterm ▪ Maintain price premium on the back of brand and product strength Revenue ▪ Stable revenue developm
Slide 20: Agenda
Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding I
Slide 21: 140 years of innovation, pioneering spirit never stronger
WE’RE PROUD OF 140 YEARS OF INNOVATION– AND OUR PIONEERING SPIRIT HAS NEVER BEEN STRONGER 21
Slide 22: Desirable HEV and BEV in an uncompromising line-up
WE OFFER BOTH DESIRABLE HEV AND BEV IN AN UNCOMPROMISING LINE- UP FROM ENTRY TO TOP-END BATTERY ELECTRIC … ELECTRIFIED DRIVETRAIN & … COMBUSTION ENGINE TOP-END TOP - END & CORE Uncompromising through dedication to battery - & hybrid-electric vehicles Catering to the most demanding customer CORE requ
Slide 23: Mercedes-Benz customers have full choice
MERCEDES-BENZ CUSTOMERS HAVE FULL CHOICE HIGH -TECH ELECTRIFIED COMBUSTION ENGINES (EU7 -READY) 4 cylinders 6 cylinders 8 cylinders petrol & diesel petrol & diesel petrol 2026: new S -Class Most comprehensive powertrain update ever, incl. electrified V8 & long -range PHEV 23
Slide 24: Every new Mercedes-Benz will be software-defined
EVERY NEW MERCEDES-BENZ WILL BE SOFTWARE-DEFINED. IT’S THE FOUNDATION TO ELEVATE THE DIGITAL CUSTOMER EXPERIENCE. Chip -to-Cloud User Experience ADAS Own architecture with Integration of local leverage fleet data to full OTA capability partners & AI functions continuously add functionality 24
Slide 25: MB.OS: the AI-enhanced superbrain
MB.OS: THE AI- ENHANCEDSUPERBRAIN OUR SDV ARCHITECTURE WITH FUNCTIONAL ZONES AD & MBUX Vehicle & Drive Controller High-performance as service providers computing with state of the for functional zones art SoC by NVIDIA & AD Qualcomm Computer MBUX Vehicle Drive Computer Controller Controller Service
Slide 26: Rolling out MB.OS with lightning speed
WE’RE ROLLING OUT MB.OSWITH LIGHTNING SPEED EVERY NEW MERCEDES -BENZ ACROSS ALL SEGMENTS & DRIVETRAINS, IS SOFTWARE -DEFINED CUSTOMERS WILL BENEFIT FROM MB TECH STACK Body & Comfort Infotainment Automated Driving Driving & Charging 26
Slide 27: Major advances in assisted driving
WE’VE MADE MAJOR ADVANCES IN ASSISTED DRIVING – AND WE’RE JUST GETTING STARTED Today Coming up L2++ POINT-TO-POINT ASSISTED L3 NEXT-GENERATION & L4 ROBOTAXI ECOSYSTEM USER EXPERIENCE & STAGING North America Europe MOTION CONTROL Middle East Asia AI REASONING MODEL POLICY AND SAFETY EVALUATION CLASSI
Slide 28: Agenda
Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding I
Slide 29: Intensifying efforts to reduce costs and prioritise funding
WE’RE INTENSIFYING OUR EFFORTS TO FUNDAMENTALLY REDUCE COSTS ANDPRIORITISE FUNDING. Production cost Material cost Fixed costs Investments >10% reduction >8% reduction 10% reduction 10% reduction 2027+* 2027+* until 2027* until 2027* 29 *vs. act 2024
Slide 30: Next level production
NEXT LEVEL PRODUCTION Improved productivity levels, lower labor costs, higher equipment utilisation and automation through AI & digitalisation Reducing logistics cost by optimising transport routes and outsourcing Reduction of energy costs, particularly in Germany Moving east: ramp -up of plant exte
Slide 31: Material cost reduction and cost engineering
MATERIAL COST REDUCTIONAND COST ENGINEERING MATERIAL COST REDUCTION 2027+ vs. act 2024 >-8% without raw mats & product enhancements >-2% achieved in 2025 -10% going forward ▪ Leveraging the global footprint and network to strengthen local -for-local and best -cost -country sourcing ▪ Radical cost en
Slide 32: BEV/ICE margin parity by end of the decade
BEV/ICE MARGINPARITY BY END OF THE DECADE BATTERY COST REDUCTION ▪ Battery cost reduced by -30% €/kWh and overall vehicle cost reduced by > -15% for MMA and MB.EA products vs. predecessors ▪ Targeting further cost reductions over lifecycle in the midterm and for new products ▪ Ambition to close the
Slide 33: Investment peak behind us
INVESTMENT PEAK BEHIND US CASH -VIEW R&D and PP&E 1 -10% 12.1 12.7 ~12.0 Disciplined investment policy: 3.4 4.1 ~11.0 PP&E ▪ Peak of tech investments (MB.OS, ADAS, EV and ICE drivetrain) behind us 8.7 8.6 R&D ▪ Proliferation of the tech stack into the entire product portfolio BEV, ▪ Peak of invest i
Slide 34: Significant fixed cost reduction achieved
SIGNIFICANT FIXED COST REDUCTION ACHIEVED FIXED COST REDUCTION 1 Streamlining of all business functions (net of inflation) ▪ Use of attrition As percentage of revenue: ▪ Personal cost reduction programme ~14% ~10% ~9% ▪ Reduction of management positions (span & layers) and introduction of dual roles
Slide 35: Agenda
Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding I
Slide 36: Europe
PROFITABLEGROWTHTHROUGHTARGETEDPORTFOLIOSTRATEGY ANDFOCUSON BEVMOMENTUM 10% Top-End share (Actuals MB 2025) Closing of white spots (e.g. C -Class & GLC BEV) EU-specific products (e.g. Shooting Brake BEV) 50% Entry share (Actuals MB 2025) EUROPE Optimised channel mix (e.g. fleet) Further rollout agen
Slide 37: USA
IN THEUSA, AMBITION 400UNITSWITHFOCUSON K US-TAILOREDSUV & TOP-ENDMODELSANDLOCALISATION 30% Top-End share (Actuals MB 2025) Leveraging US-tailored SUVs USA Launching I6 & new V8 AMG engines 75% SUV/SUC share (Actuals MB 2025) Introducing high - performance BEVs 16% of sales in 2025 85% (~285 k units
Slide 38: Overseas
INVESTIN OVERSEASREGIONSWITHA DEDICATED STRATEGYFOREACHMARKET Asia (outside of China) Attacking new growth Leveraging production segments (e.g. VLE/VLS) network incl. China Middle East OVERSEAS Fully utilising trade agreements Foster brand experience via regional brand centres ~18% of sales in 2025
Slide 39: Leading position in China
LEADING POSITION IN CHINA DESPITE MAJOR SHIFTS IN PREMIUM MARKET No. 1 > RMB 400 k 24% market share > RMB 1m Tech & product Next-level localisation > 30% market share offensive of large luxury sedan China 7M China customer base Premium performance segment for AMG 7 China -dedicated models 100% China
Slide 40: Accelerate in the unique ecosystem
ACCELERATE IN THE UNIQUE ECOSYSTEM Leading partnerships & local technology stack – purely Mercedes -Benz UNCOMPROMISING VALUES LEADING PARTNERSHIPS 40
Slide 41: First OEM to deliver cutting-edge intelligence across all drivetrains
THE FIRST OEM TO DELIVER CUTTING-EDGE INTELLIGENCE ACROSS ALL DRIVETRAINS ALL-NEW NEW NEW ELECTRIC GLC LWB GLE LWB S-CLASS L2 Urban/Highway ADAS Capabilities // MB.OS Cabin Integrating Doubao AI 41
Slide 42: Dual R&D engines in China
THE FORCES BEHIND: DUAL R&D ENGINES IN CHINA WITH FULL AUTONOMY WHILE LEVERAGING GLOBAL RESOURCES In-house hardware and software engineers BEIJING SHANGHAI 2,000 Engineering Excellence Software Competence + + Accelerated Localization Fostering Tech Innovation L2; RSE; ASIL -D Standards development i
Slide 43: Delivering on targets
DELIVERING ON TARGETS: Cost & efficiency as principles Stringent Targets to Achieve by 2027* >-10% Local material cost >-20% Variable production cost -20% Fixed cost Continued production footprint optimisation 43 *Compared to 2024 figures
Slide 44: Mercedes-Benz global network
MERCEDES-BENZ GLOBAL NETWORK 44
Slide 45: Tailoring industrial base to market demand
TAILORING INDUSTRIAL BASE TO MARKETDEMAND GLOBAL PRODUCTION CAPACITY 1 Continuous focus on streamlining capacities 2026: ca. 2.4 m units ( -120 k vs. 2024) ▪ German plant capacity of ca. 900 k units; 300 k units per plant EUROPE/ ▪ End of production at joint venture plant in AMERICAS ASIA REST OF WO
Slide 46: Strengthening local-for-local from 60% to 70%
STRENGTHENINGLOCAL-FOR-LOCAL FROM 60% TO 70% TARGET GLOBAL PRODUCTION NETWORK 1 USA: Our “Home of mid and large SUVs” ▪ Substantial invest in US production to support volume growth; next generation of GLC USA EUROPE CHINA to be localised in Tuscaloosa Local - for - local share ▪ Export of large SUVs
Slide 47: Agenda
Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding I
Slide 48: Strategic margin target of 8-10% including tariffs
STRATEGIC MARGINTARGET OF 8-10%INCLUDINGTARIFFS MB CARS MARGIN CORRIDOR 1 External factors and market environment ▪ Full -year tariff effect of 150 -200 basis points with limited midterm mitigation levers ▪ Adverse foreign exchange effects 8 - 10% Ramp - up Ramp -up year 2026 2026 ▪ Product ramp -up
Slide 49: >130% total shareholder return between 2019 and 2025
>130% TOTAL SHAREHOLDER RETURN BETWEEN2019 AND 2025 CASH GENERATED CASH RETURN TO NET LIQUIDITY 1,4 SINCE 2019 1 SHAREHOLDERS 1 Total >€50 bn >30% Share price 3 Shareholder Return + 2019-2025 2025 Dividends >€30 bn + >€30 bn 2024 Share buyback >130% 5 €7 B 65% (>20% in 2025) + + 2023 Daimler Truck S
Slide 50: Benchmark capital allocation framework
BENCHMARKCAPITAL ALLOCATIONFRAMEWORK SHAREHOLDER RETURN 2025 -2026 in billion euros 2025 2026 ▪ Payout of 100% of free cash flow FCF IB 5.3 >4 ▪ Proceeds from major M&A will increase shareholder Potential proceeds from M&A 0,1 ~2 return according to our capital allocation framework Dividend 4.1 3.4
Slide 51: Agenda
Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding I
Slide 52: Our sustainable business strategy
OUR SUSTAINABLE BUSINESS STRATEGY Decarbonisation Human Resource use rights & circularity Mercedes-Benz Sustainable Business Strategy People Traffic safety Digital trust 52
Slide 53: Committed to our Ambition 2039
WE ARE COMMITTED TO OUR AMBITION 2039 Reducing CO2 emissions Aiming for a net-carbon neutral* MB new vehicle fleet along entire value chain & over entire life cycle by 2039 Accelerating the energy transition Aiming to further increase share of renewable energy sources at MBC production plants Closin
Slide 54: Two-thirds carbon footprint reduction with all-new products
WITH OUR ALL-NEW PRODUCTS, WE ARE MAKING GREAT LEAP FORWARD minus two-thirds minus 40% carbon footprint reduction across the carbon footprint reduction along the entire lifecycle compared to the entire value chain with new CLA vs. current combustion-powered GLC non-electric predecessor 54
Slide 55: On the road to zero carbon emissions
ON THE ROAD TO ZERO CARBON EMISSIONS 2022 2023 2024 2030 2039 AMBITION CO 2 EMISSIONS Mercedes -Benz Cars Operations s cope 1 and s cope 2 compared to 2018 - 67% - 72% -75% - 80% - 100% DECARBONISATION OF HEAT PUMPS ELECTRIFICATION DISTRICT HEATING OF PAINT SHOPS 55
Slide 56: Renewable energy expansion
RENEWABLE ENERGY EXPANSION 2022 2023 2024 2030 2039 AMBITION MERCEDES-BENZ CARS Operations 48% 47% 50% 70% 100% SOLAR WINDPARK ENERGY PAPENBURG 120 MW CONSTRUCTION up to 140 MWp STARTED WINDPARK WINDANKER 11 MWh INSTALLATIONS IN PROGRESS 140 MW APPROVAL RECEIVED 56
Slide 57: Energy efficiency
ENERGY EFFICIENCY REDUCTION UNTIL 2030 CONSUMPTION 2030 -25% compared to 2024 <2 MWh/vehicle HEAT RECOVERY DIGITALISATION TECHNOLOGY 57
Slide 58: Decarbonisation in logistics
DECARBONISATION IN LOGISTICS TARGET | CO2 EMISSION REDUCTIONS 2039 -60% compared to 2021 AVOIDANCE REDUCTION BY LOCALISATION, OPTIMISATION & EFFICIENCY BY TECHNOLOGY = E-TRUCKS, BIO-FUEL, SAF 58
Slide 59: Batteries in a closed loop
BATTERIES IN A CLOSED LOOP Battery Production EV Production Cell Production Lifespan of EV Cathode Production Secondary Materials Reuse in the Vehicle Primary Materials Recycling + Reuse in Second Life 59
Slide 60: Water management
WATERMANAGEMENT TARGET 2030 | AMBITION 2039 MULTI-REUSE WATER 50% ZERO Water reduction Drinking water in 1,000,000m / year3 in production production in 202 9 processes processes compared to 2023 60
Slide 61: Energy, water, waste cost efficiency
COST EFFICIENCY CU T TI NG ENERGY, WATER, WASTE IN PRODUCTION COSTS -25% PER VEHICLE until 2030 compared to 2024 61
Slide 62: We finance our transformation in a sustainable manner
WE FINANCE OUR TRANSFORMATION IN A SUSTAINABLE MANNER GREEN FINANCE FRAMEWORK GREEN FINANCE INVESTOR REPORT Since 2020, updated in 2023 and in line with Ambition 2039 Transparency on use of proceeds and environmental impact Principles used to issue green financing instruments Financed projects (allo
Slide 63: Mercedes-Benz Group ESG ratings performance
MERCEDES-BENZ GROUP ESG RATINGS PERFORMANCE 2019 2020 2021 2022 2023 2024 2025 MSCI Leader among OEMs at Sustainalytics BBB BBB A A A A A SUSTAINALYTICS medium risk low risk low risk low risk Robust track record despite challenging 27.1 25.6 22.1 20.9 19.6 15.7 15.1 framework condition ISS ESG C+ C+
Slide 64: Agenda
Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding I
Slide 65: Our funding strategy is built on strict principles
OUR FUNDING STRATEGY IS BUILT ON STRICT PRINCIPLES Targeting Financial Maximizing Financial Stringent Global Independence Flexibility Funding Policy No dependence from single Keeping prudent amount of markets, instruments, banks Cash and Committed Credit Liquidity matched funding or investors Facili
Slide 66: Portfolio at Mercedes-Benz Financial Services decreased slightly
PORTFOLIO AT MERCEDES-BENZ FINANCIAL SERVICES DECREASED SLIGHTLY COMPARED TO 2024 MAINLY DUE TO FX EFFECTS Wholesale 163 154 151 140 138 133 134 132 135 129 Loan 117 Lease Portfolio (in bn €) 72 74 71 68 62 64 62 Others 58 58 59 56 Acquisitions Vans (in bn €) 2015 2016 2017 2018 2019 2020 2021 2022
Slide 67: MBFS stringent credit management and solid refinancing
MERCEDES-BENZ FINANCIAL SERVICES BUSINESS WITH STRINGENT CREDIT MANAGEMENT AND SOLID REFINANCING Net credit losses as a percentage of portfolio, subject to credit risk 0.41 0.44 0.33 0.31 0.29 0.26 0.26 Global net credit losses remain on an elevated 0.24 0.21 0.21 0.20 level. They are expected to st
Slide 68: Well balanced bond maturity profile
WELL BALANCED BOND MATURITY PROFILE in billions of EUR as of December 31st,2025 Issued in 2025 14.9 Maturities 0.1 13.0 1.8 14.8 6.6 11.2 4.7 5.0 5.0 2.9 0.1 0.8 0.5 4.6 4.2 4.5 1.6 1.5 1.4 3.8 0.9 0.1 0.3 0.3 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2037 68
Slide 69: Financing liabilities decreased, diversified funding mix
FINANCING LIABILITIES DECREASED AND SHOW A DIVERSIFIED FUNDING MIX in billions of EUR Lease Liabilities Acc. Deposits Other (ex Lease Liab.) Bank Loans Com. Paper Bonds 126 ABS 2% 1% 113 112 2% 2% 15% 0% 109 2% 1% 1% 2% 1% 1% 100 2% 3% 16% 11% 15% 1% 14% 0% 1% 16% 9% 5% 19% 2% 23% 22% 23% 24% 53% 56
Slide 70: Balanced mix of funding instruments
TO ENSURE SUSTAINABLE PORTFOLIO GROWTH WE MITIGATE RISK AND VOLATILITY THROUGH A BALANCED MIX OF FUNDING INSTRUMENTS Other Lease Liabilities 1% 2% Bank Loans Bonds & CPs Fortify our global footprint and use market opportunities 21% 24% Maintain our excellent 2025 51% Bank Loans bank relationships 55
Slide 71: Diversified global funding base matched with MBFS requirements
DIVERSIFIED GLOBAL FUNDING BASE: CONTINUOUSLY MATCHED WITH MBFS REQUIREMENTS Canada EMTN Domestic Bonds CP Prog. Europe, UK & CH Japan ABS EMTN Program Domestic CP EUR CP Program Prog. USA IT& HU, UK & CH: China EMTN 144a / RegS PP - Domestic Bonds Turkey Domestic Bond Prog. ABS EMTN ABS Domestic Bo
Slide 72: Financial KPIs set to support a strong rating
MERCEDES-BENZ GROUP’S FINANCIAL KPIS SET TO SUPPORT A STRONG RATING Agency Long-term Outlook Short-term S&P: A negative A-1 Current Credit Moody's: A2 stable P-1 Ratings DBRS: A negative R-1 (low) 72
Slide 73: Funded ratio of pension obligations at approx. 113%
FUNDED RATIO OF PENSION OBLIGATIONS AT APPROX. 113% Daimler Group Mercedes-Benz Group (excl. Truck) 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 3.7 1.9 2.4 2.6 1.5 0.9 0.5 0.5 0.6 0.5 0.1 0.1 0.1 0.1 0.2 Solid capital structure: on a net -4.5 -4.3 -4.3 basis. No more -5.9 pension provisio
Slide 74: Agenda
Agenda I. Mercedes-Benz Cars: Five reasons for confidence 1. Biggest product launch program in our history 2. Next generation of MB Tech 3. Taking performance to the next level 4. Increasing resilience and reshaping global footprint 5. Attractive shareholder returns II. Sustainability III. Funding I
Slide 75: Executive Summary 2025 – 1/2
– Mercedes -Benz– Executive Summary 2025 – 1/2 1. Strategy Execution • Biggest product launch program in our history started in 2025 with world premieres of the new CLA, GLC and GLB. • Successful CLA market introduction : our first s oftware -defined vehicle is awarded Car of the Year 2026 and Best
Slide 76: Executive Summary 2025 – 2/2
– Mercedes -Benz– Executive Summary 2025 – 2/2 3. Financial Performance • Next Level Performance: Cost savings supporting positive EBIT contribution of EUR >3.5 bn for Cars in FY25. • Cars RoS adj. at 5.0% incl. tariffs for FY25 , well within guidance range (4% to 6%). • Vans RoS adj. double -digit
Slide 77: Mercedes-Benz Group: Key Figures
– Mercedes -Benz Group: Key Figures – In a dynamic environment, Mercedes -Benz delivered an adjusted EBIT of EUR 8.2 bn and generated a Free Cash Flow of EUR 5 Revenue EBIT / EBIT adj. Earnings per share Free Cash Flow (IB) Net Industrial Liquidity in billion euros in billion euros in euros in billi
Slide 78: Reconciliation from CFBIT to Free Cash Flow
– Mercedes -Benz Group: Reconciliation from CFBIT to Free Cash – Flow Strong cash generation in a dynamic environment with Free Cash Flow of EUR 5.4 bn in million euros 951 442 5,856 350 5,414 5,227 140 550 -1,804 Legal proceedings +190 Restructuring +338 M&A transactions -86 Mercedes -Benz Mercedes
Slide 79: Net Industrial Liquidity
– Mercedes -Benz Group: Net Industrial Liquidity – Strong cash generation in a dynamic environment with Free Cash Flow of EUR 5.4 bn in billion euros 7.1 1.5 6.3 0.1 31.4 -9.5 32.2 -4.1 -0.3 -0.2 Free Cash Flow (industrial business) FY 2025: EUR 5.4 bn Net Industrial Earnings and Working Depreciatio
Slide 80: Gross Liquidity
– Mercedes -Benz Group: Gross Liquidity – Mercedes -Benz Group: Gross Liquidity In billion euros Financial Services Industrial Business 2.9 0.5 -7.3 -13.2 * 6.6 5.4 22.2 -4.3 3.8 0.7 19.8 6.5 -0.3 3.2 18.4 16.7 Liquidity Dividend Share IB FS Other ABS New Bond New FX + Other Liquidity Dec 2024 Payme
Slide 81: Financial Flexibility
– Mercedes -Benz Group: Financial Flexibility – Mercedes -Benz Group: Financial flexibility over -month a 12 period Q4 2025 in billions of EUR 47 ABS potential Gross industrial liquidity at €16.7 billion Daimler Truck Other incl. stake 31 Fin. Lease Financial flexibility supported by €11 billion Com
Slide 82: Top-End and Electric Vehicle Unit Sales
– Mercedes -Benz Cars: Top -End and Electric Vehicle Unit Sales – Top-End and electric vehicle shares increased, G-Class posted its strongest sales to date Total MB Cars Top - End Electric vehicles in thousand units in thousand units in thousand units -9% -5% +0% 1,983 281* 368 369 268* 1,801 42 281
Slide 83: Mercedes-Benz Cars: Financials
– Mercedes -Benz Cars:Financials– Cars achieved an adjusted EBIT of EUR 4.8 bn and adjusted CFBIT of EUR 5.5 bn Sales Revenue EBIT adj. CFBIT adj. in thousand units in billion euros in billion euros in billion euros -9% -11% - -45% -39% 1,983 107.8 8.7 9.1 1,801 96.4 5.5 4.8 71.0 ASP * 68.1 2024 202
Slide 84: Cars: EBIT and RoS
– Mercedes -Benz Cars:Financials– Cost savings yielding positive EBIT contribution of EUR >3.5 bn for Cars in million euros Gross Profit -4,583 Material cost savings and efficiencies in production 8,677 Lower SG&A costs – Headwinds from foreign exchange rates and tariffs – Lower unit sales and n
Slide 85: Cars: EBIT to CFBIT
– Mercedes -Benz Cars: EBIT to CFBIT – Continued Cash Flow discipline supported strong CFBIT adjusted of EUR 5.5 bn in million euros 308 5,535 1,619 5,227 1,217 5 3,564 6,431 CCR: CCR: t/o 1.5 1.2 Inventories +434 t/o Legal proceedings +97 Trade receivables +781 At-equity BBAC -761 Restructuring +27
Slide 86: Mercedes-Benz Vans: Financials
– Mercedes -Benz Vans:Financials– Vans achieved a solid EBIT adjusted of EUR 1.8 bn while investing in new architecture Sales Revenue EBIT adj. CFBIT adj. in thousand units in billion euros in billion euros in billion euros -11% -11% - -38% -63% 406 19.3 2.8 2.8 359 17.1 1.8 1.0 xEV 8% 5% share 2024
Slide 87: Vans: EBIT and RoS
– Mercedes -Benz Vans: EBIT RoS & – In a competitive market environment, Vans maintained a double -digit return on sales adjusted in million euros Gross Profit -993 2,825 58 12 29 1,755 -947 -31 -104 -87 RoS : 1,309 14.6% Healthy mix supported by improved product substance -446 Lower expenses fo
Slide 88: Vans: EBIT to CFBIT
– Mercedes -Benz Vans: EBIT to CFBIT – CFBIT reflects investments in our next-generation Vans portfolio in million euros 73 268 1,309 91 1,042 746 951 t/o CCR: Inventories +151 CCR: Legal proceedings +91 0.7 0.6 Trade receivables +44 Restructuring +21 660 Trade payables +73 M&A transactions -21 -2,1
Slide 89: Financial Services: Financials
– Mercedes -Benz Financial Services: Financials– Financial Services achieved EBIT growth of 12% New Business Contract Volume EBIT adj. in billion euros in billion euros in billion euros -6% -7% +12% 59.5 138.1 1.3 55.9 128.8 1.1 2024 2025 2024 2025 2024 2025 89
Slide 90: Financial Services: EBIT and RoE
– Mercedes -Benz Financial Services: EBIT RoE &– Improved portfolio margin and efficiencies drove favorable EBIT development in million euros 116 1,267 1,134 64 -9 23 -11 -50 Ongoing efficiency measures leading to further cost improvements 690 Positive development in portfolio margin RoE : RoE :
Slide 91: Mercedes-Benz Group: EBIT
– Mercedes -Benz Group: EBIT – Solid adjusted EBIT of EUR 8.2 bn achieved, with restructuring costs weighing on EBIT in million euros 440 8,235 1,267 1,755 5,820 -2,415 4,773 Legal proceedings -418 t/o Restructuring -1,616 At-equity Daimler Truck +353 M&A transactions -381 Mercedes -Benz Mercedes -B
Slide 92: Financial Services: Net credit losses
- Mercedes -Benz Financial Services: Net credit losses* - Mercedes -Benz Financial Services: Net credit losses* 0.89% 0.83% 0.43% 0.44% 0.37% 0.34% 0.33% 0.41% 0.31% 0.31% 0.24% 0.26% 0.26% 0.21% 0.21% 0.29% 0.20% 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 *
Slide 93: Divisional Guidance 2026
– Mercedes -Benz Divisional Guidance 2026 – Mercedes -Benz Divisional Guidance2026 Actuals Actuals Guidance FY 2024 FY 2025 FY 2026 Unit sales 1,983k units 1,801k units At prior-year level xEV share 19% 20% 21 to 23% Mercedes -Benz Return on sales (adj.*) 8.1% 5.0% 3 to 5% Cars Cash conversion rate
Slide 94: Group Guidance 2026
– Mercedes -Benz Group Guidance 2026 – Mercedes -Benz Group Guidance2026 Actuals Actuals Guidance FY 2024 FY 2025 FY 2026 Revenue EUR 145.6 bn EUR 132.2 bn At prior-year level Mercedes -Benz EBIT EUR 13.6 bn EUR 5.8 bn Significantly above Group Free Cash Flow EUR 9.2 bn EUR 5.4 bn Slightly below (in
Slide 95: Appendix
Appendix 95
Slide 96: Group/Divisional Guidance Ranges
– Mercedes -Benz– Mercedes -Benz Group/Divisional GuidanceRanges* Significantly At prior -year Significantly Slightly below Slightly above below level above Revenue / Unit sales X < -7.5% -7.5% ≤ X < -2% -2% ≤ X ≤ +2% +2% < X ≤ +7.5% X > +7.5% EBIT (Group) X < -15% -15% ≤ X < -5% -5% ≤ X ≤ +5% +5% <
Slide 97: Investor Relations - Contacts
– Mercedes -Benz– Investor Relations - Contacts Visit our Investor Relations Website Click here or scan QR code below Alexander Jasperneite Analysts and Equity Relations Email: alexander.jasperneite@mercedes -benz.com Dirk van der Bank Analysts, Creditor and Equity Relations Email: dirk.van_der_bank
Slide 98: Disclaimer
– Mercedes -Benz– Disclaimer This document contains forward -looking statements that reflect current views of the Mercedes -Benz Group about future events . The words “anticipate”, “assume”, “believe”, “estimate”, “expect”, “intend”, “may”, “can”, “could”, “plan”, “project”, “should” and similar exp
Mercedes-Benz Group — Debt Investor Presentation (2026) on 6ix